30 PMP Select Two Questions Answer and Explanation

According to Managing Change in Organizations: A Practice Guide, published by PMI, there are three recommendations to consider when applying organizational change management at a comprehensive level: 1) models for describing change dynamics, 2) framework for achieving change, and 3) application of change management practices at the project, program, and portfolio levels.

Knowledge can be split into explicit and tacit knowledge. Explicit knowledge can be captured and expressed using words, pictures, and numbers; tacit knowledge is more difficult to capture or express, such as beliefs, experiences, and “know-how.”

The Five-Factor Model, also known as the Big Five personality traits, is a personality survey that identifies five broad dimensions used to describe an individual’s personality. The five factors are openness to experience, conscientiousness, extraversion, agreeableness, and neuroticism.

The procurement SOW can be prepared by either the buyer or the seller, but it is progressively elaborated throughout the procurement processes and will likely change prior to the contract award.

The question describes the Scrum framework, and the technique referenced is the facilitation of sprint retrospective meetings (in Scrum, iterations are referred to sprints). Sprint retrospectives are held to determine what went well, what could be improved for the next sprint, and any changes needed to the scope.

Identify Stakeholders tools and techniques are expert judgment, data gathering, data analysis, data representation, and meetings. The Salience model and power/interest grid are two of the data representation techniques you can use to categorize and show stakeholder information. The stakeholder register is where the information is recorded.

According to the PMBOK® Guide, there are four common project life cycles: predictive, iterative, incremental, and Agile. Hybrid refers to a combination of two or more life cycles.

This question describes a servant leader. They take three steps to ensure the team learns and matures the agile process: purpose, people, process.

Organizations interested in adopting Agile practices or other new cultural norms must foster and enable an environment that is safe, honest, and transparent. This type of environment encourages the team to move forward and avoid falling into old behaviors and practices.

According to the Agile Practice Guide, the goal of project management is to produce business value. The method that a team uses to deliver value should be based on which would yield the most successful outcome. This is often driven by the nature of the project and the circumstances surrounding the project.

Agile teams focus on measuring value and what the team delivers versus what the team predicted it would deliver. Measurements tend to be empirical and value-based in nature.

Servant leadership enables the team to be successful by playing a supportive role, allowing the team to be self-organized and self-managed. A servant leader has several responsibilities intended to empower the team; two examples include providing greater team accountability and supporting the team through mentorship and encouragement.

The Agile Manifesto highlights how important individuals and their interactions are. As a result, Agile approaches stress the importance of optimizing flow to achieve ongoing value. Key benefits include the following: people are more likely to collaborate, teams produce valuable work faster, and teams waste less time.

The adoption of Agile practices begins by embracing an Agile mindset. According to the Agile Practice Guide, project teams looking to adopt Agile can ask themselves the following questions while developing an implementation strategy: How can the project team act in an Agile manner? What can the team deliver quickly and obtain early feedback about to benefit the next delivery cycle? How can the team act in a transparent manner? What work can be avoided in order to focus on high-priority items? How can a servantleadership approach benefit the achievement of the team’s goals?

Inbound competencies refer to self-management and self-awareness, while outbound competencies refer to relationship management.

PMOs may facilitate project audits as a means of monitoring compliance against published standards, policies, and procedures published by the PMO and/or the company. A key benefit of project audits is that they serve as a tool for identifying potential threats to compliance, such as legal or contractual requirements.

The Scrum team held a sprint retrospective. In Scrum, this meeting is held at the end of every sprint and allows the team to identify what went well in the process during the recent sprint and what could have gone better, and they commit to improving at least one thing in the upcoming sprint. They are a combination of lessons learned and process improvement.

A highly predictive (waterfall) life cycle typically has detailed specifications, with requirements defined up front before work begins. A highly adaptive life cycle (Agile) has requirements that are progressively elaborated on, and delivery occurs frequently. Change within a predictive life cycle is constrained, while adaptive encourages change to be incorporated in real time during delivery.

The team charter is used to establish the team, clarify expectations, and create team norms. It typically highlights team values, agreements, and how the team will operate together throughout the project’s life. It may also define team ground rules and other expected behaviors.

Teams that are geographically disbursed can still benefit from common virtual workspaces. The Agile Practice Guide provides two examples: creating a fishbowl window through an ongoing videoconferencing link between various locations, which is live through the workday, and setting up remote pairing through virtual conferencing tools that allow for screen, video, and audio sharing capabilities.

The team charter captures and documents the guidelines for how the team will operate together, and it also captures the team values and agreements. Examples of elements addressed in the team charter include team values, communication guidelines, decision-making criteria and process, conflict resolution process, meeting guidelines, and team agreements. The roles and responsibilities and process for acquiring team members are captured within the resource management plan.

According to the PMI Code of Ethics and Professional Conduct, you should always report the truth regarding project status. This question refers to activities associated with the Manage Communications process.

While all options may have contributed to the project issues, a poorly written scope can quickly result in project failure, no matter how good the change control procedures or systems are. A lack of formal project management may have contributed as well but being certified does not guarantee that this type of scenario will not occur. The scope baseline is often used for change control purposes and in making project decisions, which is why a poorly written scope will result in a large number of project changes for projects managed using a predictive life-cycle approach. Given that the project contained high ambiguity, issues may have been reduced by using an adaptive or hybrid life-cycle approach.

Rewards and recognition systems are formal ways of promoting desirable behavior.

According to the PMBOK® Guide, virtual teams can be defined as groups of people with a shared goal who fulfill their roles with little or no time spent meeting face to face. Oftentimes, team members are dispersed across various locations.

Lateral thinking is a form of alternatives analysis often used to determine a project’s scope. It was created by Edward de Bono and serves as a means of reasoning and thinking about problems differently than what can be classified as evident.

In this scenario, you are using the eXtreme Programming (XP) approach, which is an adaptive approach to managing projects. XP delivers business value in each iteration and starts with creating story cards. Story cards are like user stories and contain requirements, features, and functionality. The story cards are designed in an incremental fashion. Pair programming involves two developers working on code together.

According to the Agile Practice Guide, there are various ways for geographically distributed teams to come together via a virtual workspace. Two examples provided include fishbowl windows and remote pairing.

While Agile teams vary, typical characteristics include the following: they range in size from three to nine team members, they are colocated, and they are 100 percent dedicated to the team.

In flow-based Agile, the focus is on the team’s throughput. Questions posed during stand-ups include the following: What do we need to do to advance this piece of work? Is anyone working on anything that is not on the board? What do we need to finish as a team? Are there any bottlenecks or blockers to the flow of work?